A successful case of precise marketing of Assam milk tea: the old tree blooms new flowers, and the feelings are different.
20 15, the situation of the whole beverage industry is not particularly ideal. Many enterprises bring forth new ideas to turn the tide, but the effect is not significant. The unified new Assam milk tea slowly appeared in everyone's field of vision. This little milk tea, with its lovely image, entered the market at a high-end price. In June last year, we tried water in the north, Shanghai and Guangzhou.
Recently, the author saw this legendary sprout in the supermarket. After seeing the real thing, I tried it. I can't help thinking that this little milk tea has been on the market for half a year and has been tepid. There are still some reasons.
Product positioning: selling feelings is difficult to attract consumers.
Let's talk about taste first. Uni-President has launched Assam milk tea with PET500ml in June 2009. September 20 14, Assam milk tea was officially renamed as? Unified sunshine blue Assam milk tea? . 500ml Assam milk tea has a special taste, rich milk flavor and rich tea flavor, which is deeply loved by consumers and is becoming more and more popular in the market. This time, this little milk tea continues Assam's taste, basically unchanged, and tastes the same as 500ml bottled milk tea.
In terms of product positioning, Assam's little milk tea focuses on emotional cards, recalls the taste of childhood, restores the most original flavor of milk tea, and wants consumers to agree? Assam milk tea = simple milk+tea? .
Obviously, Assam's little milk tea wants to sell feelings, but this feeling is already a cliche and nothing new. Nowadays, many products pay attention to returning to the original, but as far as the category of milk tea is concerned, this positioning is difficult to cause * * *. Like Mengniu pure milk, it is developing better in this direction. When I was young, milk products often appeared. Such a product positioning as milk is relatively easy to cause consumers to scream.
Consumer group positioning: the span is too large and the group positioning is inaccurate.
The mainstream consumer group of Assam small milk tea is positioned at 18? 30-year-old young fashion group In my opinion, the span of this consumer group is actually relatively large. /kloc-who are the young people around 0/8? After 95? Young people around 30, that is? After 85? Yes ? After 95? Young people and? After 85? In fact, there is a generation gap between young people, and their consumption views are different.
? After 95? The first generation is a generation with a clear sense of self. Although pay attention to personality, entertainment, and enjoy the happiness of the moment, it is better than? After 85? Impulse consumption and strong brand awareness. After 95? It is wise to think that price and quality are equally important. Economic man? .
In terms of consumption, after 95? Will consider whether a product is worth the money from many dimensions such as price, quality, appearance and practicality. Although they also value the brand, there are many brands in their hearts, which means that the comprehensive score of the goods must be high. ? After 95? The cognition of quality is accomplished through brand and price. After 95? Our consumption is rational consumption.
Generally speaking, the price, quality and appearance of Assam milk tea are a bit neither fish nor fowl. The practicality is not as good as 500ml Assam milk tea, and the brand personality is not as good as Xiaoming. The only bright spot may be that the packaging design is cute and fresh, but the real feeling is really ordinary. After all, it's made of PET. Although it has a pearlescent effect, it has no texture in your hand and feels very uncomfortable. Generally speaking, there is basically no small milk tea? After 90 and 95? Need individuality and special. If this package is placed in a 25? In the hands of a 30-year-old young man, he always looks naive.
They are all unified new products. Xiao Ming is doing better, and the positioning of consumer groups is very clear. Is it to sell? After 90? And then what? After 95? From the taste, price, packaging design and publicity, it is in line with the positioning of consumer groups.
Therefore, the author believes that from the packaging alone, the two packages of small milk tea are blue and white, and the overall style is fresh and literary, with a warm atmosphere, which is more suitable for literary young women and warm couples. What about 15? 25-year-old young artists may be better at positioning, and pay more attention to women and couples.
Price positioning: insufficient differentiation, the product does not match the price.
Assam small milk tea bottle capacity of 360ml, the mainstream supermarket price of 6 yuan, convenience store retail price of 7 yuan.
The high-end positioning of Assam milk tea is due to the high quality and high value of packaging and raw materials. The ingredients of the products are very high-end, including milk imported from Australia and black tea from Africa, as well as coconut milk imported from Indonesia. As can be seen from the description of the ingredients in the product packaging, it does not contain additives such as milk powder, non-dairy creamer, flavors and fragrances. But the target group of this milk tea is 18? 30-year-old young people, for such a group of young people, sound mysterious? Tall? Imported raw materials don't seem so important, not to mention a 500ml Assam milk tea is already there.
It is also very important that milk tea has always been regarded as an unhealthy drink. The high-end price in 7 yuan is a difficult hurdle to overcome. In supermarkets and convenience stores, 6? 7 yuan can buy 1? Two boxes of milk or yogurt, in an increasingly healthy consumption environment, it is difficult for consumers to spend 6? 7 yuan to buy a bottle of 360ml milk tea.
After all, milk tea is for drinking. The most important factor that determines sales volume is taste and other factors that match it. If there is no difference in taste and other additional factors are not particularly able to support a high-end price, then it is tepid and can't go up.
This situation is similar to the milk tea of Nongfu Spring. At that time, there were two versions of milk tea, one black and one white, and the price was also in 6.5 yuan /320ml. Under the banner of high-end, many consumers tasted it. Later, consumers found that the products were not worthy of the price, and finally they were put in the cold palace and quietly.
Price positioning: biased delivery and weak publicity.
Assam's little milk tea has been on the market for several months, but there is basically no trace of publicity, and the effect of creating momentum by "Peanut Comic Movie: Snoopy" is not great.
The reason for insufficient publicity is inevitable, because the previous product positioning is very vague, and the publicity is naturally vague and the effect is not good.
The product emphasizes the return to childhood, which is the simplest and purest, but the consumer group is 18? For the 30-year-old young fashion group, the film of marketing cooperation is Peanut Comic Film: Snoopy, and these combinations have many contradictions. Snoopy's audience pays more attention to small partners and families, but Doraemon is different. Snoopy is basically animated and children's, and in the hearts of domestic consumers, Snoopy's image is not as ingrained as Doraemon, so there won't be many 18 in this movie? 30-year-old young people go to see it. If unification is based on entertainment marketing, this move is obviously a bit biased. Other marketing and publicity, so far have not seen any big moves. As far as this film is concerned, no effect is inevitable.
In addition to the product itself, pricing, consumer positioning and publicity, Assam small milk tea is now tepid, and there may be deeper reasons. Of course, after all, Assam little milk tea has not been on the market for a long time. What is the unified expectation and planning for this product is unknown. Whether this product will be a flash in the pan remains to be seen.
Precision Marketing Success Case 2 Huawei: Realizing? Secondary substitution? Competitive advantage of
With the saturation of the communication equipment market, Huawei proposed? Cloud? Strategy, into a broader? Cloud? This world. ? Cloud? Its three-dimensional structure covers almost all fields of the future Internet, which not only has huge space, but also puts Huawei in a different competitive field. Competitors (? Friends? ) Not just Ericsson, Nokia Siemens, Cisco, Nortel, etc? Old buddy? , but IT giants such as Google, Amazon, IBM and Apple.
What does Ren think Huawei can do? Tube? Open? Tin? Namely. Cloud? Communication and network part of the system; And recently Huawei announced the development? Ultra wideband? Is the product there? Tube? A sign of upward strength. Are you online? End? On the level, where is Huawei's mobile phone? Hess? With the help of chips, the value chain has more advantages and more room for strategic maneuver, which is also conducive to the innovation of customer experience. At present, it has entered the first mobile phone camp in the world. Will it be magnificent with Apple and Samsung in the future? Three kingdoms kill? . ? Glory? The independent operation of mobile phones has opened the way for young consumers and expanded the future consumer electronics market.
Huawei is a company that owns? Ambition? (strategic ambition) enterprise, in? Cloud? On the vast stage, the future is likely to become a dazzling star. In addition, Huawei is opening up a new battlefield and starting to enter the new energy field related to the Internet.
Domestic market? First substitution?
In the late 1980 s and early 1990 s, Huawei and the rise in the same period? Greater China? Other enterprises (Julong Communication, Datang Telecom, ZTE, Huawei Technologies) all started from the domestic market. At that time, there was a big gap between domestic communication equipment and foreign countries. Take digital program-controlled switches as an example. At that time, there were no domestic products in the domestic market, but all of them were imported (the products in the United States, Europe, Japan and other countries quoted very high prices).
Shortly after its establishment, Huawei was not satisfied with the agency and imitation of low-end products, concentrated its efforts and even made a desperate attack on digital program-controlled switches, and made a breakthrough in the mid-1990 s, which not only won market space, but also forced foreign imported products to cut prices sharply. Besides digital program-controlled switches, Huawei's network communication products (such as routers, etc. ) are basically based on? Imitation, innovation and substitution? Path has gradually gained an advantage in the domestic market.
The substitution of foreign products in the domestic market, we call it? Substitute? . This kind? Substitution? It is of great significance to the economic development of late-developing countries, and it is the only way for late-developing economies to realize industrialization and catch up with developed economies. If all major industries realize this substitution, the national industrial system will basically take shape. Looking at China's industrial fields, the substitution of communication equipment is the most successful, on the one hand, because of the role of government policies (giving certain protection to national industries), and on the other hand, because of the fruitful efforts of a group of enterprises with high degree of marketization represented by Huawei.
In contrast, the import substitution of civilian cars is the least successful. The main reason is the non-market-oriented way of opening the market to foreign capital and protecting the original state-owned automobile manufacturing enterprises (opening the market to foreign-funded enterprises but not really getting technology; Compulsory joint venture between foreign-funded automobile enterprises and state-owned automobile enterprises, the latter's? Control bonuses? , but the technical ability and management ability are underdeveloped. A certain degree of monopoly has pushed up the price of products and affected the interests of consumers. And private auto companies have been there? Marginalized survival? ) status.
It can be seen that without real market competition, there can be no industrial development and growth. Currently in the fields of equipment, materials, electronic components and so on. Import substitution continues to occur in the domestic market.
International market? Second substitution?
When Huawei has a certain position and advantages in the domestic market and its human resources have accumulated to a certain extent, it will shift its strategic focus to the international market in time. Substitution? This story has been staged abroad again. Only this time it penetrated into the market territory of foreign industrial giants. What if it is in the local market? Substitute? It depends on geographical factors and conditions, and then what? Secondary substitution? Really witnessed the competitiveness of enterprises.
In particular, when? Secondary substitution? When changing from an underdeveloped country market to a developed country market (Europe), replace? The connotation has changed: some high-end markets dominated by foreign brands for a long time have begun to loosen. This is related to the global financial crisis and economic recession, because foreign established operators are also reducing investment and looking for cheap and high-quality emerging equipment and system suppliers. In this sense, the recession cycle may have certain positive significance for challengers like Huawei.
Friends will definitely ask: How can Huawei be realized in both domestic and foreign markets? Two options? Substitution? What is the reason behind it? I think there are three main reasons and competitive advantages: the advantage of product price, the advantage of customer-oriented technological innovation and the advantage of customer relationship management.
The irresistible advantage of product price.
As a late-comer challenger, Huawei is generally a technology learner and digester (not excluding some aspects of technology leadership). What are its advantages? Customer utility? And then what? Customer cost? (product price plus transaction cost, the former is the main one). To put it bluntly, the price is more competitive when the product performance meets the basic requirements of customers and is close to, equivalent to or even partially surpassed by foreign competitors. Relative to? High above? International mainstream brands, Huawei's approach basically belongs to? Destructive innovation? .
The main cost of communication and network products lies in development, and the main part is the labor remuneration of knowledge workers (according to economics, these products condense a lot of intellectual labor). Behind the cost-effective advantage of Huawei products is the cost-effective advantage of knowledge-based talents. In the 1980s and 1990s, when most people's understanding of China's demographic dividend and labor resources advantages was still limited to low-end labor (a large number of processing labor-intensive enterprises emerged in the Pearl River Delta and Yangtze River Delta), Ren keenly found that in the global human resources market, the advantages of high-end labor in China were equally huge.
The first is adequate supply. Although China's higher education system has been widely criticized, engineering education has been relatively complete and of high quality since the adjustment of university departments in 1950s. China has almost the largest group of engineers in the world (lacking leading talents in high-end innovation). From the end of the 20th century to the beginning of the 20th century, the ability of state-owned enterprises and scientific research institutions to attract engineering and technical personnel declined, and a large number of private enterprises did not attach importance to technical personnel. Huawei, which is at the forefront of reform and opening up, is in terms of geography, treatment and organizational atmosphere. Struggler-oriented? Many traditional state-owned enterprises? Interpersonal relationship? They are very attractive, attracting a large number of graduates and young people majoring in engineering and technology. In this regard, Huawei and many? Grassroots? Compared with private enterprises, private enterprises are far-sighted (put forward in strategic thinking? Priority growth of human capital? ), more powerful in action, even? Predatory? The concept of talent introduction. So far, people are still talking about how Huawei started its business in the early days. Monopoly? Stories of graduates from several universities of posts and telecommunications.
What's next? Price? Cheap. At the end of the 20th century, the average salary of engineers in China was roughly equivalent to one fiftieth (even as high as one percent) of that of similar personnel in mature human resources markets in the United States, Japan and Europe. While the monthly salary of engineers in China was only 65,438 yuan+0,000 yuan, it has reached tens of thousands in Europe and America (converted into RMB). Such a human resource market provides Huawei with good conditions for acquiring high-quality talents, enabling Huawei to quickly accumulate and increase human capital through interest leverage and career vision.
Because? ""? In the past ten years, Huada has basically not enrolled students, while Huawei lacks experienced R&D personnel, unable to form a stepped technical team, and can only reuse it? Student soldier? A group of childlike people, will they be blind? Children? Push to the front line of technological development. God help Huawei, how many? Genius boy? Created a wonderful work. This practice of moving and compressing the career life cycle of talents magnifies the cost advantage of human resources (Huawei uses younger people for the same position, and the labor cost is usually lower than that of older people).
In recent years, great changes have taken place in China's engineering and technical talent market. The first is the reduction of qualified supply. The expansion of university enrollment leads to the dilution of educational resources, which is not conducive to the improvement of educational quality; The proportion of outstanding students who are willing to engage in engineering and technical work has decreased; Even if enrollment expansion is not considered, the quality of university education in recent years is worrying (impetuous atmosphere and its influence on educational ethics); A new wave of studying abroad has taken shape, followed by a rise in salary. Due to scarcity, high housing prices and inflation, the salaries of engineers and technicians in China's human resources market have been rising all the way. The gap between China and developed countries such as the United States, Europe and Japan is in some developed areas of China. Beishangguangshen? ) has been reduced to 3 to 5 times. If this trend continues, the comparative advantage of China's economy will shrink or even disappear.
Customer-oriented technological innovation
China enterprises, represented by Huawei, had a weak technical foundation at the beginning of their business. Only according to the customer's demand, innovate in the application technology level, improve the local function of the product, and? People? Machine? Interface or reduce the operation and use cost of products. The key to this practice is to have a deep and accurate insight into the neglected and indifferent wishes of customers and make targeted responses in technology and products. When the overall technology is backward, we can understand customers a little better, so as to learn from the continuous progress of technology. This is the key to the growth of catch-up enterprises.
The following are some technological innovations that have been recognized as milestones since Huawei was founded:
The first time was in the early 1990s? CC08？ In the development of switches, optical fiber is used to replace copper cables commonly used in Europe and America, which solves the problems of construction, operation and maintenance of remote communication networks in rural markets in China.
The second time was in 265438+ in the early 20th century. In view of the difficulty in site selection and high operation and maintenance costs of European customers, Huawei developed? Distributed wireless base station solution? The range of space where machine stations and equipment can be placed is greatly increased (street posts, roofs, corridors, basements, stairwells, etc.). ), the construction cost and operation and maintenance cost are greatly reduced.
For the third time, in recent years, according to the special national conditions of the three major domestic operators, Huawei took the lead in developing networks with different standards and rapid iteration (2G, 3G, 4G)? Single? Network solution (platform)? A network architecture, a project construction, a team maintenance? , which solves the inconvenience, inefficiency and difficulties of operators in network layout, construction and operation and maintenance, enables operators to smoothly and quickly transition and upgrade to a new generation of technologies, and saves a lot of costs.
At present, Huawei has become a global leader in some technical fields and is moving from? Fast follower? (Fast follower) Arrive? ICT leaders and customers? On the wide road. In the past 20 years, Huawei has obtained nearly 40,000 patents. According to a friend of mine who works in the relevant state departments, Huawei's independent innovation achievements account for 2/3 of all the achievements of all enterprises in China.
Why can Huawei surpass a large number of domestic enterprises and truly realize technology-driven? What is the reason for Huawei's continuous technological progress? In addition to the above advantages of human resources, the main factors are ideas, policy orientation and mechanism design. In short, it is caused by strategic behavior that pays attention to long-term growth and competitive factors.
First, from a guiding point of view, Huawei emphasizes the development and application of all new technologies. Delivery value? (that is, the functions and benefits that end customers get).
In other words, technology is not technology for technology's sake. Leading enterprises in the industry, especially those with technological advantages, often fall into the innovation trap, that is, technological innovation that exceeds customer demand. Is this Clayton? What did Christensen analyze in The Innovator's Dilemma? Big business failure? The reason is that Ren is here and has taken strict preventive measures. In Huawei's view, as long as we adhere to customer-oriented technological innovation and flexible organizational forms and mechanisms, we can avoid it? The innovator's dilemma? .
Second, Huawei continues to tilt towards R&D in resource allocation. Stress? (R&D expenditure in 20 16 years is expected to exceed10% of sales); Even in the early days of our business, under the difficult conditions and lack of funds, we persisted? Technology? Investment.
Does Huawei believe in growth strategy? Deep scouring beach, low weir Even in difficult times or when the industry is depressed, enterprises should practice their internal strength and forge their core technical capabilities. Although many domestic enterprises are technology-oriented, they are vague and retreat when they need real money. Small production? what's up Ye Gong? true colors
Third, according to the global distribution of customer resources and R&D talent endowment, R&D institutions are established around the world.
For example, if Russians are good at mathematics, then focus on algorithm software; The French are romantic and have a good impression on art, so they mainly study design aesthetics.
Fourth, R&D activities and institutions are stratified, and basic research is separated from applied technology and product technology, focusing on long-term strategy and future advantages, and allocating resources for basic research.
As we all know, Huawei has a research institute named after it? 20 12? From a disastrous movie title, it not only enhances the crisis consciousness of enterprise development, but also explores the technical path to solve the problem from the perspective of the future survival and destruction of human society.
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